Change management has been an important area of study for the
researchers as the increasing forces of globalisation and the
observed clashes between the cultures of companies and countries
create issues related to compatibility. Organisational Development
and Change management processes are aimed at overcoming the
resistances and bringing out the intended changes (Rees &
Sharifi, 2002). Organisations face a number of issues in carrying
out this process. The research paper by Raz (2009) presents a case
study to illustrate the Organisational Development and Change
process. This essay attempts to critically review the research
article in order to summarise, and identify the critical theories,
strengths and weaknesses of the article.

5. Conclusion

The research article by Raz (2009) presents a case study to
illustrate the cross-cultural change caused by OD&C process.
The author concludes that between "corporate culture" and "national
culture" there lies an arena of "workplace culture" which offers
scope for negotiations between the other two conflicting cultures.
The research article makes conclusions which could be of
significant value to the managers at multi-national companies which
have been adapting to the forces to globalisation. The findings by
this research open up new avenues for research in this burgeoning
area of planned change management. The cultural gaps as identified
in the case study could be of particular interest to managers
overseeing operations in developing economies such as India and
China.